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I look to get our conversations quickly into the practical realities of the situation the team faces and the progress it desires.  I will use a number of different models to help diagnose situations to generate objectivity and clarity. Some of these models are from academia and some I have developed myself drawing on my experience. Some clients like structure, others lots of academic underpinning, others experimentation. We will discuss the team's preferences and then tailor our work together accordingly. 

It's also common that the situation a client wants to work on is a symptom of something else. A part of creating the right mix is to keep our objectives under review and update them as fresh insight develops. Whilst working on causes can take more effort.  Feedback from others and my own experience suggests that many of the symptoms become irrelevant if the root cause is addressed.

The final ingredient to highlight in the mix is Action. We can have meaningful conversations and generate fresh insight however, in the vast majority of circumstances (if not all) making progress requires the team to take action. Not taking action is akin to reading or talking about running and being disappointed that you are not getting fit. Chances are not all action will lead to the results you want to see.  Adapting and learning along the way is way is a common trait high-performing teams.

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